State of Michigan Department of Technology, Management & Budget Information, Communications and Technology (ICT) Strategy Technical Advisory Services Prepared for: Deliverable F Road Map 24 February 2012
Table of Contents Executive Summary Project Definition and Prioritization Overview Program Description and Road Map Overview Project Charters 1
Executive Summary 2
Executive Summary Background and Overview The State of Michigan partnered with Gartner to ensure alignment of its ICT assets, business model, operations and strategy with current and future needs. To begin this process, Gartner performed an extensive review of the State of Michigan Department of Technology, Management & Budget (DTMB) against nine separate ICT roles. The details of the Current State Assessment are documented in Deliverable A Current State Assessment and Maturity Analysis. Gartner then used the findings in Deliverable B Needs Assessment and ICT Business Effectiveness Survey Results, and Deliverable C Identification of Business, Services and Technology Opportunities, to determine an appropriate Target State for DTMB. Using the Current State and Target State, Gartner prepared Deliverable D Gap Analysis, to highlight the necessary gaps that DTMB would need to fill in order to move the organization from the Current State to the Target State. In Deliverable E, Gartner developed a series of 16 primary recommendations that would resolve the issues primarily highlighted in Deliverable D Gap Analysis. These recommendations, if accepted and acted upon, will enable DTMB to achieve the Target State defined in Deliverable D. This deliverable explains the prioritization of projects and linkage to previously defined opportunities, and subsequently defines the concept of grouping like projects into programs to facilitate execution of the projects. Based on an assessment of speed of benefits realization, and the magnitude of impact for DTMB, a number of projects and programs rise to a higher priority for the State, and should be viewed as critical-path activities for achieving the four strategic goals. 3
Executive Summary Gartner Methodology Comprehensive View of State ICT Services RFP Section 1.301 Project Plan and Management RFP Sections 1.104 A, B, C and D Data Collection, Assessments and Gap Analysis RFP Sections 1.104 E and F Recommendations and Road Map RFP Section 1.104 G Final Report Project Planning and Orientation Project Kickoff Data Collection Planning and Tools Overview Finalize Project Work Plan Finalize Project Communication and Administrative Activities RFP Sections 1.104 A and B Evaluate Current State and Business Needs Understand Current IT Services Initiate data-collection instruments (surveys, BM templates, documents) Conduct business and IT interviews Understand MI ICT s vision, and service and operating models Document Current State Environment Report Identify Business Needs Review current and future ICT needs and priorities based on current state evaluation and analysis of ICT strategies and IT leaders future vision Aggregate and summarize business and technology interviews into business needs Develop State Business Needs Report RFP Sections 1.104 C and D Opportunities and Maturity and Gaps Analysis Identify Business, Service and Technology Opportunities Define viable business, services and technology improvement scenarios Identify potential risks and mitigation strategies Analyze improvement scenarios against MI requirements to determine viability Identify shared-services opportunities Assess Maturity and Gap Analysis Integrate comprehensive analysis and assessments (benchmark, services, etc.) Evaluate IT capabilities against peers utilizing benchmarking analysis for Technology, People and Processes, and Capabilities Evaluate IT capabilities to meet State business direction, vision and goals Develop Recommendations and Road Map Develop Business Model and Technology Solutions recommendations Organization Model Strategies for enterprise shared services and intra-governmental collaboration Strategies for technology services Areas of innovation Expand recommendations and provide additional detail and due diligence Review recommendations with Governor s office, DTMB and IT advisors Develop implementation strategy and plan Develop Final Report Develop Recommendations Summary Presentation Develop Communications Plan Develop Change Management Plan Conduct Executive Presentation Critical Deliverables Final Project Plan Project Status Reports (ongoing) Deliverable A: Evaluation of Current State Environment Deliverable B: Evaluation of the State s Business Needs Deliverable C: Identification of Business, Services and Technology Opportunities Deliverable D: Maturity and Gap Analysis Deliverable E: Recommendations for Business Model Alternatives Deliverable F: Road Map to Implementation Deliverable G: Final Report and Executive Presentation 4
Executive Summary High-Level Assessment Findings The Assessment Phase, which produced Deliverables A D, highlighted several strengths and improvement opportunities. Strengths The State of Michigan is one of a handful of states that have consolidated to one ICT department that services all state agencies, and has benefitted from the economies of scale In total, the State of Michigan spends $15M less than the peer group average, and spending is lower than the peer group in all functional areas The IT Skills Assessment revealed that the State has a technically-skilled but sub-optimally allocated workforce Michigan was also one of only two states to be given an A rating by the Center for Digital Government in conjunction with Government Technology magazine The State s efforts have been recognized at the National Association of State Chief Information Officers (NASCIO) for its innovative solutions The State partners with the federal government on progressive cyber-security initiatives Improvement Opportunities DTMB must better understand the business needs of its customers and better respond to their service expectations DTMB must define an enterprise service catalog that clearly communicates the business value of its services and articulates meaningful service-level agreements (SLAs) DTMB must evaluate the services that should be delivered with DTMB resources and the services that should be delivered by technology partners DTMB must manage the external (contractor) and internal (State staff) costs of its projects DTMB must manage its application portfolio and make the necessary investments to modernize its applications and reduce its application support costs DTMB must improve its procurement management capabilities and implement formal vendor management processes 5
Executive Summary In Deliverable C, the Following Opportunities were Identified and Categorized Quick Wins Top Priorities Speed of Benefits Realization Faster Slower Position the IO as a Strategic Partner Engage Local Governments Clarify Services to Customer Agencies Leverage the Tools DTMB Already Owns Institutionalize Enterprisewide Reporting Tool Establish the Solution Architect Function Reinforce SUITE Methodology Conduct a Comprehensive Risk Assessment Improve Communications from EA to Stakeholders Conduct Security Training Future Improvements Operationalize the Strategic Plan Become More Business Architecture-Driven Implement Predictive Analytics Build Enterprise Information Management (EIM) Capability Enhance Governance of Business Intelligence (BI)/Performance Management (PM) Activities Standardize Data Management Processes Continue to Innovate Enterprise Architecture Address Vendor Risk Increase Scope of Vulnerability Management Incorporate Privacy Management Improve ICT Process Maturity Address Agency Perception of DTMB s Business Value Establish Business Analyst Function Standardize Project Status Reporting Standardize Project Management Processes Establish Agency ICT Strategic Planning Processes That Are Separate from the Call for Projects Realign EA to Report to an Executive-Level Function Implement Automated ICT Operational Tools Consolidate ICT Service Catalogs Measure Customer Satisfaction Improve Customer Metrics Establish and Communicate Standard Procurement Process Enable Procurement Automation Key Investments Improve Customer Service Satisfaction Establish Internal Governance Strengthen Application Portfolio Management Optimize Resources to Enable Resource Pooling Across DTMB Align Organizational Reporting and Governance Structure Enhance Financial Management Increase Skill and Training for Project Management Roles Enable Citizen-Centric Government Align EA with Industry Best Practices Increase Scope of EA Coverage More Closely Align Purchasing and Procurement Functions Improve Security Operations Center (SOC) Operations Enhance Data Security Lower Impact Higher 6
Executive Summary Dual Approach for Defining Projects Quick Wins Top Priorities Gartner worked with the Steering Committee and DTMB Executives to perform a Top-Down Analysis which was used to formulate a strategic vision and goals. Speed of Benefits Realization Faster Slower Enhance Project Management B-5 E-19 Define Enterprise Service Catalog F-20 F-21 Redefine Establish CTO Customer Organization Define and Implement Relationship B-9 Sourcing Strategy Model Explore New Prepare and Plan for the Customer Procurement of an B-6 Partnerships eprocurement System E-18 D-14 C-12 Enhance D-16 Establish Service Responsibilities and Improve Project Implement Procurement Management Model Capabilities of epmo Portfolio Management Fundamentals B-7 E-17 Future Improvements Key Investments Institute ICT G-22 A-3 A-2 Investment Increase I/O Maturity A-1 Management and Automation Enforce Investigate ICT Enterprise A-4 Lower Application Investment D-15 Architecture Support Costs Augmentation Develop Vendor Explore Cost-Saving Management Discipline and Value-Add C-11 Opportunities B-10 B-8 G-23 Enhance C-13 Current Improve Create Pooled Enhance Relationships Capabilities to Resources Address Security Retain and Unfulfilled Discipline Attract Talented Customer Resources Requirements Lower Impact Higher Gartner used the ITScore roles and the TOPSS Framework to structure the analysis of DTMB s current state and to understand statewide IT opportunities. Technology: Organization: Process: Strategy: 1 Ad Hoc 2 Reactive 3 Challenged 4 Managed 5 Optimized 1 Ad Hoc 2 Reactive 3 Challenged 4 Managed 5 Optimized 1 Ad Hoc 2 Reactive 3 Challenged 4 Managed 5 Optimized 1 Ad Hoc 2 Reactive 3 Challenged 4 Managed 5 Optimized Using the output of both the Top- Down and Bottom-Up analyses, Gartner defined specific projects to both accomplish the State s strategic goals and to address specific improvement opportunities. Service Levels: 1 Ad Hoc 2 Reactive 3 Challenged 4 Managed 5 Optimized Aggregate Gartner also performed a Bottom- Up Analysis to identify improvement opportunities. 7
Executive Summary Grouping Projects into Actionable Buckets Gartner identified four major goals for DTMB to achieve its vision, as well as a series of recommendations crafted to guide DTMB toward the target state. Each recommendation is supported by a set of recommendation requirements which, in turn, map to specific actionable projects. As such, execution of all the defined projects constitutes successful implementation of Gartner s recommendations. The list of distinct projects is presented on the next two slides, followed by a slide portraying traceability to the opportunities identified in Deliverable C. To effectively and efficiently execute all the required projects, projects were bundled into programs that can be run as separate work streams, but collectively drive DTMB to ultimate achievement of its vision. Projects were grouped into programs based on common ownership and resource needs, programmatic similarities, predecessor/successor relationships and other factors. Finally, a comprehensive road map is presented, detailing the effort, costs, sequencing and dependencies for all projects in a holistic manner that can be effectively implemented by the State. 8
Executive Summary Gartner Defined the Specific Projects and Mapped Them to the Opportunities Project Project Short Description Project Owner Top Priority Quick Win Future Improvement Key investment A-1 Lower Application Support Costs Agency Services X A-2 Investigate ICT Investment Augmentation CIO X A-3 Enforce Enterprise Architecture CTO X X A-4 Explore Cost-Saving and Value-Add Opportunities Procurement X B-5 Redefine Customer Relationship Model CIO X X X X B-6 Establish Service Management Model Solutions Portfolio Manager X X B-7 Enhance Responsibilities and Capabilities of epmo epmo X X B-8 Created Pooled Resources Agency Services X B-9 Establish CTO Organization CTO X X X B-10 Improve Capabilities to Retain and Attract Talented Resources CIO X C-11 Enhance Current Relationships Agency Services X C-12 Explore New Customer Partnerships CTPSS X 9 NOTE: Top-Priority projects shown here in bold type
Executive Summary Gartner Defined the Specific Projects and Mapped Them to the Opportunities (Cont d) Project Project Short Description Project Owner C-13 Address Unfulfilled Customer Requirements Solutions Portfolio Manager Top Priority Quick Win X Future Improvement X Key investment D-14 Implement Procurement Fundamentals Procurement X X D-15 Develop Vendor Management Discipline Procurement X D-16 Prepare and Plan for the Procurement of an eprocurement System Procurement X E-17 Institute ICT Investment Management CIO X X E-18 Improve Project Portfolio Management epmo X X E-19 Enhance Project Management epmo X X F-20 Define Enterprise Service Catalog Solutions Portfolio Manager X F-21 Define and Implement Sourcing Strategy Procurement X G-22 Increase I/O Maturity and Automation G-23 Enhance Security Discipline Infrastructure Services Office of Enterprise Security NOTE: Top-Priority projects shown here in bold type X X X X 10
Executive Summary Gartner Defined the Specific Projects and Mapped Them to the Opportunities (Cont d) Quick Wins Top Priorities Speed of Benefits Realization Faster Slower Position the IO as a Strategic Partner (B-5) Engage Local Governments (C-12) Clarify Services to Customer Agencies (F-18) Leverage the Tools DTMB Already Owns Institutionalize Enterprisewide Reporting Tool (C-13) Realign EA to Report to an Executive-Level Function (B-9) Establish the Solution Architect Function (B-9) Reinforce SUITE Methodology (B-7; E-19) Standardize Project Status Reporting (E-19) Standardize Project Management Processes (E-19) Conduct a Comprehensive Risk Assessment (G-23) Improve Communications from EA to Stakeholders (A-3) Conduct Security Training (G-23) Future Improvements Operationalize the Strategic Plan (B-5) Become More Business Architecture-Driven (B-9) Implement Predictive Analytics (C-13) Build Enterprise Information Management (EIM) Capability (C-13) Enhance Governance of Business Intelligence (BI)/Performance Management (PM) Activities (C-13) Standardize Data Management Processes (C-13) Continue to Innovate Enterprise Architecture (B-9) Address Vendor Risk (D-15) Increase Scope of Vulnerability Management (G-23) Incorporate Privacy Management (G-23) Implement Automated ICT Operational Tools (G-22) Improve ICT Process Maturity (G-22) Address Agency Perception of DTMB s Business Value (F-20) Establish Business Analyst Function (B-5) Establish Agency ICT Strategic Planning Processes That Are Separate from the Call for Projects (E-17; E-18) Consolidate ICT Service Catalogs (B-6; F-20; F-21) Measure Customer Satisfaction (B-5) Improve Customer Metrics (B-5) Establish and Communicate Standard Procurement Process (D-14) Enable Procurement Automation (D-16) Key Investments Improve Customer Service Satisfaction (C-11) Establish Internal Governance (E-17; E-18) Strengthen Application Portfolio Management (A-1) Optimize Resources to Enable Resource Pooling Across DTMB (B-8) Align Organizational Reporting and Governance Structure (B-5 thru B-9) Enhance Financial Management (A-2; E-17) Increase Skill and Training for Project Management Roles (B-7; B-10; E-19) Enable Citizen-Centric Government (A-4) Align EA with Industry Best Practices (A-3) Increase Scope of EA Coverage (A-3) More Closely Align Purchasing and Procurement Functions (D-14) Improve Security Operations Center (SOC) Operations (G-23) Enhance Data Security (G-23) Lower Impact Higher 11
Executive Summary DTMB Recommended Project Prioritization Heat Map Quick Wins Top Priorities Immediate-Focus Projects (size relative to cost) Speed of Benefits Realization Faster Slower Explore New Customer Partnerships C-12 Establish CTO Organization Future Improvements Increase I/O Maturity and Automation B-9 Enhance Responsibilities and Capabilities of epmo G-22 Enhance Project Management B-7 D-15 Develop Vendor Management Discipline C-13 Address Unfulfilled Customer Requirements E-19 Prepare and Plan for the Procurement of an eprocurement System D-16 A-3 Enforce Enterprise Architecture G-23 Enhance Security Discipline Define Enterprise Service Catalog A-4 F-20 E-18 Improve Project Portfolio Management Explore Cost-Saving and Value-Add Opportunities F-21 D-14 Key Investments C-11 Enhance Current Relationships Define and Implement Sourcing Strategy Implement Procurement Fundamentals A-1 Lower Application Support Costs B-10 Improve Capabilities to Retain and Attract Talented Resources B-5 Redefine Customer Relationship Model B-6 Establish Service Management Model A-2 Investigate ICT Investment Augmentation E-17 Institute ICT Investment Management B-8 Create Pooled Resources Lower Impact Higher 12
Executive Summary Grouping Projects into Programs As noted earlier, projects were grouped into programs to provide the State with actionable sets of activities that meet recommendation requirements. Each program will have an owner accountable for the successful execution, and the seven programs will be governed by a steering committee that will oversee the execution of the road map. The seven programs must be executed to achieve the four defined DTMB strategic goals and the overall DTMB vision. The programs are as follows: A. Maximize Value of ICT B. Transition to Target State Organizational Structure C. Improve Customer Alignment D. Improve Procurement E. Facilitate Project Prioritization and Portfolio Management F. Define Service Offerings G. Improve Infrastructure and Security. The highest-priority projects, shown in the Top Priorities quadrant and highlighted in green, are foundational in nature and must be executed from a critical-path standpoint in order for the State to be successful in achieving its goals. 13
Executive Summary Road Map and Program Overview The road map for executing the seven identified programs is presented below. Year 1 Year 2 Year 3 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Maximize Value of ICT Transition to Target State Org Structure Improve Customer Alignment Improve Procurement Facilitate Project Prioritization and Portfolio Management Define Service Offerings Realization of Vision Improve Infrastructure and Security 14
Executive Summary Road Map Execution, Governance and Oversight DTMB must establish a governance and oversight process to monitor the execution of this road map. This governance body will monitor progress, as well as prioritize changes or competing activities that could impact execution of the road map. Enterprise business orientation is a key factor in determining the nature of business governance. Orientation addresses the boundary and scope issues and shapes the nature and location of decision rights and accountabilities that drive desirable behaviors. The three business orientations are listed below; given the vision and objectives of DTMB, the governance model most appropriate for implementation of the road map is synergistic. Synergistic Enterprises High standardization pressures Business processes integrated Three business orientations shape business decision rights, accountabilities Agile Enterprises High speed, flexibility pressures Business processes adaptable Autonomous Enterprises High localized pressures Business processes distinct 15
Executive Summary Road Map Execution, Governance and Oversight As illustrated below, business orientation shapes business process reach, coordination and systems. Synergistic enterprises share many commonalities with the DTMB vision. Enterprise Characteristics Business Orientation Synergistic Enterprises Agile Enterprises Autonomous Enterprises Business Processes Standardized and integrated across business units Modular, adaptable and easily combined More distinct and independent Coordination and Skills Specified synergies mandated; duplication removed Firm-wide, front-line responsiveness Local innovation and competitive strengths Management Systems for Coordination BUs focus on both BU and firm-wide strategy BUs adapt to local conditions within firm-wide organizing logic Few mandates; just enterprise financial and risk management Information and Information Systems Substantial integrated firm-wide infrastructure, shared services Modular capabilities centrally coordinated and architected Thin layer firm-wide; each BU infrastructure tailored 16
Executive Summary Road Map Execution, Governance and Oversight DTMB should explore which orientation and governance model best suits its needs. Given the similarities with synergistic enterprises, Gartner recommends enabling the following synergistic behaviors: Focus on top-level, enterprisewide joint business and IT decision-making mechanisms. Assess membership of top-level committees. Ensure at least overlapping membership with the Executive Committee. Ensure business-technology relationship managers are positioned high enough to work effectively with business unit executives. Constantly review opportunities for synergy, sharing, reuse (and reward those). Work with business units to educate them about common processes, components, architectures. Emphasize how it helps streamline both their business and IT decision making. In addition to the above behaviors, certain mechanisms have proven to be very effective in achieving efficacious governance. The top mechanisms are listed on the next slide, and should be considered when developing the final governance structure. Many of the mechanisms align with the findings, opportunities and recommendations Gartner developed as a result of the ICT assessment. 17
Executive Summary Governance Structure The Governance Committee should include representatives who represent ICT as well as the business. In addition, other stakeholder groups should be considered for representation on the Committee, including budget and procurement. Each program must have a specified owner who is responsible for coordinating and completing each project within the program. Workgroup and process teams that span programs will be key to execution and effective information sharing, but the governance framework for decision making should run through the Executive Steering Committee. Executive Steering Committee Program A Program B Program C Program D Program E Program F 18
Executive Summary Program A: Maximize Value of ICT Program A is focused on increased investment in ICT, opportunities to reduce total cost of ownership, and methods to derive maximum value out of ICT data and assets. The potential of Program A to ultimately yield significant financial benefits is very high, but diligent alternatives and financial analysis are paramount in the short term to ensure that future investments provide the best value to the State. The projects that comprise Program A are as follows: A-1: Lower Application Support Costs A-2: Investigate ICT Investment Augmentation A-3: Enforce Enterprise Architecture A-4: Explore Cost-Saving and Value-Add Opportunities. The table below summarizes the estimated costs, benefits and major deliverables for the program. Cost Estimates Chief Benefits Major Deliverables External Costs: $975K $1.675M (est.) Internal Costs: $809K $1.48M (est.) Potential Future Costs: Application Replacement Citizen Portal Implementation Data Center Sourcing Call Center Optimization Network/Broadband Enhancements Defined Application Review Process and list of near-term replacement candidates with ROI Sustained funding for ICT transformation and increased value to customers ROI model to exhibit benefits and support decisions Lower Total Cost of Ownership Foundational architecture for statewide initiatives Innovation improvements Documented Application Portfolio Management (APM) Process and list of initial candidates for near-term replacement Business case for increased funding and short-, medium- and long-term investment plan Enterprise Architecture Future State Road Map and Communication Plan Independent Cost-Saving and Value- Add Analyses 19
Executive Summary Program B: Transition to Target State Organizational Structure Program B is focused on establishing an organizational structure that will improve customer alignment, service delivery, innovation, project portfolio management and resource allocation. The completion of Program B will facilitate the transition to the Target State Functional Model. The projects that comprise Program B are as follows: B-5: Redefine Customer Relationship Model B-6: Establish Service Management Model B-7: Enhance Responsibilites and Capabilities of epmo B-8: Create Pooled Resources B-9: Establish CTO Organization B-10: Improve Capabilities to Retain and Attract Talented Resources The table below summarizes the estimated costs, benefits and major deliverables for the program. Cost Estimates Chief Benefits Major Deliverables External Costs: $850K $1.1M (est.) Internal Costs: $1.584M $2.112M (est.) Potential Future Costs: Continued pooling of resources during applicational rationalization Improved alignment with customers Improved service delivery Improved resource allocation Improved ICT staff capabilities Ability to coordinate all State ICT projects Proactive development of innovative solutions that responds to business needs Improved solution consistency across the enterprise RACI models Revised organization charts Transition road map for pooled resources Customer service plans Service management plans Statewide innovation plan Updated job titles and job descriptions for ICT 20
Executive Summary Program C: Improve Customer Alignment Program C is focused on improving existing customer relationships, exploring potential partnerships and addressing immediate business needs. The completion of Program C will improve DTMB s relationship with its ICT customers and will identify partnerships that may yield additonal economies of scale. The projects that comprise Program C are as follows: C-11: Enhance Current Relationships C-12: Explore New Customer Partnerships C-13: Address Unfulfilled Customer Requirements. The table below summarizes the estimated costs, benefits and major deliverables for the program. Cost Estimates Chief Benefits Major Deliverables External Costs: $400K $500K (est.) Internal Costs: $704K $968K (est.) Potential Future Costs: Mobility solution implementation BI solution implementation Customer self-service implementation Increased customer satisfaction Perception of DTMB as as strategic partner to the customer Economies of scale for ICT procurements New services that address stated business needs by customers ICT strategic plans for all customers Documented customer satisfaction measurement process A formal DTMB Service and Solution Marketing Strategy Signed partnership agreements with new partners Service offerings in the service catalog for mobile and BI solutions An assessment of the business need and requirements for a customer self-service offering by the State 21
Executive Summary Program D: Improve Procurement Program D is aimed to fundamentally improve the composition and operation of the procurement, contract management and vendor management functions within DTMB. Execution of Program D will introduce added standardization and efficiency into core procurement processes; create standard manuals, templates and training for State employees; and ensure that the State is getting the best value for its ICT contracts and investments. The projects that comprise Program D are as follows: D-14: Implement Procurement Fundamentals D-15: Develop Vendor Management Discipline D-16: Prepare and Plan for the Procurement of an eprocurement System. The table below summarizes the estimated costs, benefits and major deliverables for the program. Cost Estimates Chief Benefits Major Deliverables External Costs: $925K $1.6M (est.) Internal Costs: $1.1M $1.8M (est.) Potential Future Costs: eprocurement software and implementation Software licensing tracking solution, and exploration of other automation opportunities Standardized and automated processes and increased efficiency Improved contracts, terms and conditions Vendor oversight to reduce contract risk and maximize value Aggregated, centralized view of contracts and renegotiation targets Enforcement of procurement policies and rules Spend analysis capacity Baseline reporting and dashboards Documented Procurement Future Operating Model and Re-engineered Business Processes Procurement Manual(s) and Standardized Templates Vendor Management Charter, Org. Model and Staffing Plan Contract Management Tracking Tool/Contract Portfolio Scorecard Renegotiation Target Matrix eprocurement Business Case, Procurement and Implementation 22
Executive Summary Program E: Facilitate Project Prioritization and Portfolio Management Program E is focused on establishing processes to budget, coordinate and manage ICT projects within the State. The completion of Program E will allow DTMB to improve the monitoring and management of large ICT investments. The projects that comprise Program E are as follows: E-17: Institute ICT Investment Management E-18: Improve Project Portfolio Management E-19: Enhance Project Management. The table below summarizes the estimated costs, benefits and major deliverables for the program. Cost Estimates Chief Benefits Major Deliverables External Costs: $500K $700K (est.) Internal Costs: $792K $1.144M (est.) Potential Future Costs: N/A The State will focus on the business benefits from ICT investments The State will better leverage existing resources to accommodate project demands RACI models Defined templates for ICT project funding requests ICT Project Portfolio for projects in progress and on hold Documented process for handling customer change requests to project scope, schedule or budget 23
Executive Summary Program F: Define Service Offerings Program F is focused on preparing an enterprise service catalog with defined rates and service levels, and determining the appropriate sourcing strategy for each service. The completion of Program F will result in the implementation of an enterprise service catalog and a statewide sourcing strategy. The projects that comprise Program F are as follows: F-20: Define Enterprise Service Catalog F-21: Define and Implement Sourcing Strategy. The table below summarizes the estimated costs, benefits and major deliverables for the program. Cost Estimates Chief Benefits Major Deliverables External Costs: $750K $950K (est.) Internal Costs: $704K $1.056M (est.) Potential Future Costs: N/A DTMB services will be consistently defined Sourcing strategy and decision model to streamline decision making and yield wiser investments Deep understanding of current costs/pricing in relation to market Ongoing model for assessing service costs and pricing vs. outsourcing options Enterprise Service Catalog Rate Card Sourcing Strategy Document Business Case for each service to determine immediate sourcing decisions and model for future decisions Road Map for Tactical Implementation of Sourcing Strategy 24
Executive Summary Program G: Improve Infrastructure and Security Program G focuses on building off the past successes within the infrastructure and security domains to drive further efficiencies and adopt leading practices. Through the delivery of Program G, the State will institutionalize continuous improvement activities for two of its most successful disciplines, while also increasing proactive protection of State assets and data. The projects that comprise Program G are as follows: G-21: Increase Infrastructure and Operations (I/O) Maturity and Automation G-22: Enhance Security Discipline. The table below summarizes the estimated costs, benefits and major deliverables for the program. Cost Estimates Chief Benefits Major Deliverables External Costs: $500K $700K (est.) Internal Costs: TBD Potential Future Costs: I/O Automation Tools 24/7 Security Operations Center (SOC) implementation/augmentati on cost Vulnerability Improvement Tools Increased efficiency of service delivery Lower total cost of ownership Identify and rectify relevant vulnerabilities 24/7 capability of monitoring and responding to security threats Decreased vulnerability Business Case for Tool Acquisitions Implementation of ICT Operations Tools Information Technology Service Management (ITSM) Road Map and Updated Documentation Single, or integrated, Configuration Management Database (CMDB) Completed Security Audit/Risk Assessment Establishment of 24/7 SOC Operations Vulnerability Improvement Plan and Acquisition of Appropriate Tools 25
Project Definition and Prioritization Overview 26
Project Definition and Prioritization Overview Grouping Projects into Actionable Buckets Gartner identified four major goals for DTMB to achieve its vision, as well as a series of recommendations crafted to guide DTMB toward the target state. Each recommendation is supported by a set of recommendation requirements which, in turn, map to specific actionable projects. As such, execution of all the defined projects constitutes successful implementation of Gartner s recommendations. The list of distinct projects is presented on the next slide, followed by a slide portraying traceability to the opportunities identified in Deliverable C. To effectively and efficiently execute all the required projects, projects were bundled into programs that can be run as separate work streams, but collectively drive DTMB to ultimate achievement of its vision. Projects were grouped into programs based on common ownership and resource needs, programmatic similarities, predecessor/successor relationships and other factors. Finally, a comprehensive road map is presented, detailing the effort, costs, sequencing and dependencies for all projects in a holistic manner that can be effectively implemented by the State. 27
Project Definition and Prioritization Overview In Deliverable C, the Following Opportunities were Identified and Categorized Quick Wins Top Priorities Speed of Benefits Realization Faster Slower Position the IO as a Strategic Partner Engage Local Governments Clarify Services to Customer Agencies Leverage the Tools DTMB Already Owns Institutionalize Enterprisewide Reporting Tool Realign EA to Report to an Executive-Level Function Establish the Solution Architect Function Reinforce SUITE Methodology Standardize Project Status Reporting Standardize Project Management Processes Conduct a Comprehensive Risk Assessment Improve Communications from EA to Stakeholders Conduct Security Training Future Improvements Operationalize the Strategic Plan Become More Business Architecture-Driven Implement Predictive Analytics Build Enterprise Information Management (EIM) Capability Enhance Governance of Business Intelligence (BI)/Performance Management (PM) Activities Standardize Data Management Processes Continue to Innovate Enterprise Architecture Address Vendor Risk Increase Scope of Vulnerability Management Incorporate Privacy Management Implement Automated ICT Operational Tools Improve ICT Process Maturity Address Agency Perception of DTMB s Business Value Establish Business Analyst Function Establish Agency ICT Strategic Planning Processes That Are Separate from the Call for Projects Consolidate ICT Service Catalogs Measure Customer Satisfaction Improve Customer Metrics Establish and Communicate Standard Procurement Process Enable Procurement Automation Key Investments Improve Customer Service Satisfaction Establish Internal Governance Strengthen Application Portfolio Management Optimize Resources to Enable Resource Pooling Across DTMB Align Organizational Reporting and Governance Structure Enhance Financial Management Increase Skill and Training for Project Management Roles Enable Citizen-Centric Government Align EA with Industry Best Practices Increase Scope of EA Coverage More Closely Align Purchasing and Procurement Functions Improve Security Operations Center (SOC) Operations Enhance Data Security Lower Impact Higher 28
Project Definition and Prioritization Overview Defining Projects Quick Wins Top Priorities Gartner worked with the Steering Committee and DTMB Executives to perform a Top-Down Analysis which was used to formulate a strategic vision and goals. Speed of Benefits Realization Faster Slower Enhance Project Management B-5 E-19 Define Enterprise Service Catalog F-20 F-21 Redefine Establish CTO Customer Organization Define and Implement Relationship B-9 Sourcing Strategy Model Explore New Prepare and Plan for the Customer Procurement of an B-6 Partnerships eprocurement System E-18 D-14 C-12 Enhance D-16 Establish Service Responsibilities and Improve Project Implement Procurement Management Model Capabilities of epmo Portfolio Management Fundamentals B-7 E-17 Future Improvements Key Investments Institute ICT G-22 A-3 A-2 Investment Increase I/O Maturity A-1 Management and Automation Enforce Investigate ICT Enterprise A-4 Lower Application Investment D-15 Architecture Support Costs Augmentation Develop Vendor Explore Cost-Saving Management Discipline and Value-Add C-11 Opportunities B-10 B-8 G-23 Enhance C-13 Current Improve Create Pooled Enhance Relationships Capabilities to Resources Address Security Retain and Unfulfilled Discipline Attract Talented Customer Resources Requirements Lower Impact Higher Gartner used the ITScore roles and the TOPSS Framework to structure the analysis of DTMB s current state and to understand statewide IT opportunities. Technology: Organization: Process: Strategy: 1 Ad Hoc 2 Reactive 3 Challenged 4 Managed 5 Optimized 1 Ad Hoc 2 Reactive 3 Challenged 4 Managed 5 Optimized 1 Ad Hoc 2 Reactive 3 Challenged 4 Managed 5 Optimized 1 Ad Hoc 2 Reactive 3 Challenged 4 Managed 5 Optimized Using the output of both the Top- Down and Bottom-Up analyses, Gartner defined specific projects to both accomplish the State s strategic goals and to address specific improvement opportunities. Service Levels: 1 Ad Hoc 2 Reactive 3 Challenged 4 Managed 5 Optimized Aggregate Gartner also performed a Bottom- Up Analysis to identify improvement opportunities. 29
Project Definition and Prioritization Overview Gartner Defined the Specific Projects and Mapped Them to the Opportunities Project Project Short Description Project Owner Top Priority Quick Win Future Improvement Key investment A-1 Lower Application Support Costs Agency Services X A-2 Investigate ICT Investment Augmentation CIO X A-3 Enforce Enterprise Architecture CTO X X A-4 Explore Cost-Saving and Value-Add Opportunities Procurement X B-5 Redefine Customer Relationship Model CIO X X X X B-6 Establish Service Management Model Solutions Portfolio Manager X X B-7 Enhance Responsibilities and Capabilities of epmo epmo X X B-8 Create Pooled Resources Agency Services X B-9 Establish CTO Organization CTO X X X B-10 Improve Capabilities to Retain and Attract Talented Resources CIO X C-11 Enhance Current Relationships Agency Services X C-12 Explore New Customer Partnerships CTPSS X NOTE: Top Priority projects shown here in bold type 30
Project Definition and Prioritization Overview Gartner Defined the Specific Projects and Mapped Them to the Opportunities (Cont d) Project Project Short Description Project Owner C-13 Address Unfulfilled Customer Requirements Solutions Portfolio Manager Top Priority Quick Win X Future Improvement X Key investment D-14 Implement Procurement Fundamentals Procurement X X D-15 Develop Vendor Management Discipline Procurement X D-16 Prepare and Plan for the Procurement of an eprocurement System Procurement X E-17 Institute ICT Investment Management CIO X X E-18 Improve Project Portfolio Management epmo X X E-19 Enhance Project Management epmo X X F-20 Define Enterprise Service Catalog Solutions Portfolio Manager X F-21 Define and Implement Sourcing Strategy Procurement X G-22 Increase I/O Maturity and Automation G-23 Enhance Security Discipline Infrastructure Services Office of Enterprise Security X X X X NOTE: Top Priority projects shown here in bold type 31
Project Definition and Prioritization Overview Gartner Defined the Specific Projects and Mapped Them to the Opportunities (Cont d) Quick Wins Top Priorities Speed of Benefits Realization Faster Slower Position the IO as a Strategic Partner (B-5) Engage Local Governments (C-12) Clarify Services to Customer Agencies (F-18) Leverage the Tools DTMB Already Owns Institutionalize Enterprisewide Reporting Tool (C-13) Realign EA to Report to an Executive-Level Function (B-9) Establish the Solution Architect Function (B-9) Reinforce SUITE Methodology (B-7; E-19) Standardize Project Status Reporting (E-19) Standardize Project Management Processes (E-19) Conduct a Comprehensive Risk Assessment (G-23) Improve Communications from EA to Stakeholders (A-3) Conduct Security Training (G-23) Future Improvements Operationalize the Strategic Plan (B-5) Become More Business Architecture-Driven (B-9) Implement Predictive Analytics (C-13) Build Enterprise Information Management (EIM) Capability (C-13) Enhance Governance of Business Intelligence (BI)/Performance Management (PM) Activities (C-13) Standardize Data Management Processes (C-13) Continue to Innovate Enterprise Architecture (B-9) Address Vendor Risk (D-15) Increase Scope of Vulnerability Management (G-23) Incorporate Privacy Management (G-23) Implement Automated ICT Operational Tools (G-22) Improve ICT Process Maturity (G-22) Address Agency Perception of DTMB s Business Value (F-20) Establish Business Analyst Function (B-5) Establish Agency ICT Strategic Planning Processes That Are Separate From the Call for Projects (E-17; E-18) Consolidate ICT Service Catalogs (B-6; F-20; F-21) Measure Customer Satisfaction (B-5) Improve Customer Metrics (B-5) Establish and Communicate Standard Procurement Process (D-14) Enable Procurement Automation (D-16) Key Investments Improve Customer Service Satisfaction (C-11) Establish Internal Governance (E-17; E-18) Strengthen Application Portfolio Management (A-1) Optimize Resources to Enable Resource Pooling Across DTMB (B-8) Align Organizational Reporting and Governance Structure (B-5 thru B-9) Enhance Financial Management (A-2; E-17) Increase Skill and Training for Project Management Roles (B-7; B-10; E-19) Enable Citizen-Centric Government (A-4) Align EA with Industry Best Practices (A-3) Increase Scope of EA Coverage (A-3) More Closely Align Purchasing and Procurement Functions (D-14) Improve Security Operations Center (SOC) Operations (G-23) Enhance Data Security (G-23) Lower Impact Higher 32
Project Definition and Prioritization Overview DTMB Recommended Project Prioritization Heat Map Quick Wins Top Priorities Immediate-Focus Projects (size relative to cost) Speed of Benefits Realization Faster Slower Explore New Customer Partnerships C-12 Establish CTO Organization Future Improvements Increase I/O Maturity and Automation B-9 Enhance Responsibilities and Capabilities of epmo G-22 Enhance Project Management B-7 D-15 Develop Vendor Management Discipline C-13 Address Unfulfilled Customer Requirements E-19 Prepare and Plan for the Procurement of an eprocurement System D-16 A-3 Enforce Enterprise Architecture G-23 Enhance Security Discipline Define Enterprise Service Catalog A-4 F-20 E-18 Improve Project Portfolio Management Explore Cost-Saving and Value-Add Opportunities F-21 D-14 Key Investments C-11 Enhance Current Relationships Define and Implement Sourcing Strategy Implement Procurement Fundamentals A-1 Lower Application Support Costs B-10 Improve Capabilities to Retain and Attract Talented Resources B-5 Redefine Customer Relationship Model B-6 Establish Service Management Model A-2 Investigate ICT Investment Augmentation E-17 Institute ICT Investment Management B-8 Create Pooled Resources Lower Impact Higher 33
DTMB Programs Road Map Program Overview Year 1 Year 2 Year 3 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Maximize Value of ICT Transition to Target State Org Structure Improve Customer Alignment Improve Procurement Facilitate Project Prioritization and Portfolio Management Define Service Offerings Realization of Vision Improve Infrastructure and Security 34
Program Governance 35
Program Governance Road Map Execution, Governance and Oversight DTMB must establish a governance and oversight process to monitor the execution of this road map. This governance body will monitor progress, as well as prioritize changes or competing activities that could impact execution of the road map. Enterprise business orientation is a key factor in determining the nature of business governance. Orientation addresses the boundary and scope issues and shapes the nature and location of decision rights and accountabilities that drive desirable behaviors. The three business orientations are listed below; given the vision and objectives of DTMB, the governance model most appropriate for implementation of the road map is synergistic. Synergistic Enterprises High standardization pressures Business processes integrated Three business orientations shape business decision rights, accountabilities Agile Enterprises High speed, flexibility pressures Business processes adaptable Autonomous Enterprises High localized pressures Business processes distinct 36
Program Governance Road Map Execution, Governance and Oversight (Cont d) As illustrated below, business orientation shapes business process reach, coordination and systems. Synergistic enterprises share many commonalities with the DTMB vision. Enterprise Characteristics Business Orientation Synergistic Enterprises Agile Enterprises Autonomous Enterprises Business Processes Standardized and integrated across business units Modular, adaptable and easily combined More distinct and independent Coordination and Skills Specified synergies mandated; duplication removed Firm-wide, front-line responsiveness Local innovation and competitive strengths Management Systems for Coordination BUs focus on both BU and firm-wide strategy BUs adapt to local conditions within firm-wide organizing logic Few mandates; just enterprise financial and risk management Information and Information Systems Substantial integrated firm-wide infrastructure, shared services Modular capabilities centrally coordinated and architected Thin layer firm-wide; each BU infrastructure tailored 37
Program Governance Road Map Execution, Governance and Oversight (Cont d) DTMB should explore which orientation and governance model best suits its needs. Given the similarities with synergistic enterprises, Gartner recommends enabling the following synergistic behaviors: Focus on top-level, enterprisewide joint business and IT decision-making mechanisms. Assess membership of top-level committees. Ensure at least overlapping membership with the Executive Committee. Ensure business-technology relationship managers are positioned high enough to work effectively with business unit executives. Constantly review opportunities for synergy, sharing, reuse (and reward those). Work with business units to educate them about common processes, components, architectures. Emphasize how it helps streamline both their business and IT decision making. In addition to the above behaviors, certain mechanisms have proven to be very effective in achieving efficacious governance. The top mechanisms are listed on the next slide, and should be considered when developing the final governance structure. Many of the mechanisms align with the findings, opportunities and recommendations Gartner developed as a result of the ICT assessment. 38
Program Governance Top Governance Mechanisms Focus on Business/IT Relationship Research shows that the business/it relationship is a key mechanism for effective governance. The skills inventory identified this function as a key weakness in DTMB. Business/IT Relationship Managers IT Leadership Committee IT Council of Business and IT Executives Executive Committee Process Teams with IT Members Tracking of IT Projects and Resources Service-Level Agreements Capital Approval Committee Architecture Committee Formally Tracking IT s Business Value Web-Based Portals, Intranets for IT Chargeback Arrangements 85 87 71 89 86 96 89 56 67 62 79 62 % Respondents Using 1 2 3 4 5 Not Effectiveness Very 39
Program Governance Governance Structure The Governance Committee should include representatives who represent ICT as well as the business. In addition, other stakeholder groups should be considered for representation on the Committee, including budget and procurement. Each program must have a specified owner who is responsible for coordinating and completing each project within the program. Workgroup and process teams that span programs will be key to execution and effective information sharing, but the governance framework for decision making should run through the Executive Steering Committee. Executive Steering Committee Program A Program B Program C Program D Program E Program F 40
Program Governance Governance Decision Domains and Styles Gartner research shows that top-level IT governance has five decision domains 1. IT principles (or maxims) are high-level statements about how IT will be used to create business value 2. IT infrastructure strategies describes the approach to building shared and standard IT services 3. IT architecture is the set of technical choices that guide the enterprise in satisfying business needs 4. Business applications needs refer to specifying the business need for applications to be acquired or built 5. IT investment and prioritization covers the process of progressing IT-enabled initiatives, their justification, approval and accountability and six styles define input and decision rights: 1. Business monarchy: executive leadership has decision rights (an executive committee) 2. IT monarchy: IT executives have the decision rights (a CIO office) 3. Feudal: business unit leaders have decision rights; authority is local 4. Federal: C-level executives share rights with at least one other business group (can include IT) 5. Duopoly: IT executives share rights with one business group 6. Anarchy: individual process owners have decision rights; decisions are local. Combining these two elements shows how decisions, styles and mechanisms will fit together for DTMB. 41